Strategicplan.uci.edu
Growth That Makes a Difference
WEBPillar 1 Progress Under “Growth That Makes a Difference,” our 2016 strategic plan committed to: Expanding the number and impact of UCI faculty. Increasing research expenditures to over $500 million annually. Expanding the quality and impact of UCI Health. Creating appropriate programs and structures to facilitate interdisciplinary, problem …
Actived: 7 days ago
URL: https://strategicplan.uci.edu/progress-report/growth-that-makes-a-difference/
Pillar 1: Growth That Makes a Difference
WEB2023-2028 Goals. Over the next five years, we are committed to advancing our growth in ways that make a difference in the following ways: Adjusting the overall goal for new Senate faculty by adding another 25 on top of the 175 we have hired to date and ensure that the resulting faculty reflects the talents and perspectives of a more diverse set
2016 Strategic Plan
WEBIn 2016, our M.P.H. degree was ranked 10th nationally among the best such degree programs in the country. By the Fall 2016, we will offer 4 emphases to incoming M.P.H. students: Biostatistics, Environmental Health, Epidemiology, and Sociocultural Diversity and Health. Current criteria for a School of Public Health requires five emphases.
Strategic Plan Donald Bren School of Information and …
WEBThe Donald Bren School of Information and Computer Sciences seeks to provide computer science and information technology leadership for the 21stcentury through innovative and broad computing curricula, research and development of state-of-the-art technologies, and collaborations that address key societal issues.
2030 STRATEGIC PLAN
WEB2030 STRATEGIC PLAN. Engineering Plus (e+) captures the idea of reaching out and connecting across disciplinary boundaries. By fearlessly looking forward and being inclusive in our pursuit of finding solutions to the most important global grand challenges facing society, we embrace the e+ approach to collaborative research, educational journeys
Bright Past. Brilliant Future.
WEBnew heights of excellence and social impact by maintaining our culture of innovation and embracing the power of “different.” Such a mindset is especially important given that the models of support and expansion that served us well during our first 50 years no longer
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